What we believe

1.

It should be obvious how work impacts company goals

“Is anybody working on this?”

Work and goals are hidden in layers of teams and tools, making it impossible for leaders to understand how teams are aligned and what work is happening to drive company goals. This causes micro-management, too many meetings, and endless post-mortems as we seek to understand why we hit or miss.

2.

It should be easy to build impactful teams

“Who should I put on this team?”

The right data should be at your fingertips to build great teams. Skills and experience, learning needs, interests, client and company goals should all go into the mix. Everyone will do better work, learn more, and move faster.

3.

Your people should understand why their work matters

“I made this, but why?”

Layers of teams and tools also make it impossible for people to see the link between what they do and the bigger picture. This negatively impacts engagement, makes it hard to see pathways for growth, and reduces autonomy because it’s not clear where to act.

4.

Employees must have frequent feedback tied to real work

“Time for your annual review”

Growth shouldn’t rely on any one person or manager, but feedback should be based on real work, provided continuously, informed by data, and be actionable.

5.

Every manager has to be a talent manager

“Let’s get work done!”

“But also, let’s slow down and make sure our people are growing the right skills and feel engaged!”

Managers should be equipped to develop people without sacrificing productivity. But execution and productivity are typically separate exercises from people development. Splitting these priorities has a compounding, negative effect.

6.

People grow faster by doing, not by taking courses

“What was that class about again?”

When employees grow in the flow of work they develop faster, they remember more, and they contribute to company goals at the same time. When workers see a path to progress in skill growth, they’re more engaged and productive.